My work is a strong fit when decision-making, alignment or execution creates noticeable friction in complex environments. Typical signals include cross-functional decisions, recurring rework, too many meetings without closure, stakeholder pressure and conflicts that drain energy.

It is not a fit if you are only looking for motivation or if the topic is therapy or clinical in nature.

I work on decision and communication logic. Standards, decision rights, criteria, protocols and routines. The goal is a system that gets used in day-to-day work and makes effects measurable, rather than isolated impulses without integration.

A decision system tends to pay off once decisions become cross-functional and coordination costs measurable time.

This often starts at around 30 employees. Below that, targeted standards within a single team are often enough. Above that, the leverage increases and a rollout becomes more relevant.

What matters most is not headcount but how strongly decisions depend on multiple stakeholders, which decision types recur and how much rework results.

Typical scope is one team of up to 12 people, including directly relevant interfaces. Expanding to additional teams or organisation-wide standards is handled as a separate rollout.

Yes. I deliver keynotes and impulse talks, particularly on decision architecture, critical thinking, bias and noise, communication in complex contexts and AI-assisted judgement. On request, as an entry point into a topic or as the opening for follow-up workshops.